Organizational learning: a guide for executives in technology-critical organizations Online publication date: Fri, 22-May-2009
by George P. Huber
International Journal of Technology Management (IJTM), Vol. 11, No. 7/8, 1996
Abstract: The focus of this article is on learning by technology-critical organizations, that is, organizations that are critically dependent on their knowledge of technology and that function in environments where technological change presents serious threats and opportunities. The article provides guidance to those managers who want their organizations to be learning organizations. It describes effective but often overlooked approaches for transforming everyday organizational experiences into organizational knowledge, and it introduces ideas for adding to the job responsibilities of managers and technical personnel the role of environmental sensor. In addition, it calls attention to the particular usefulness of information technology as a significant component of an organization's memory. Finally, through examples and suggestions, the article introduces the idea that everyday organizational activities can be transformed into learning opportunities.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Technology Management (IJTM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook